Following a charismatic or beloved leader can make the challenges of taking over a company even more difficult.
If employees, teams, or squads are fond of their previous leader, your actions may face initial resistance, which is understandable.
Fortunately, we have identified one of the most important factors to consider in such situations: building a connection.
Though Camp coaches aim to guide and support clients throughout all stages of negotiation, one of the earliest steps—whether in business or beyond—is simply establishing a connection with those you are meant to lead.
I understand the challenges that come with this seemingly simple task: making a connection. Although it sounds straightforward, it requires a great deal of thought and care to execute effectively. Achieving this is often more difficult than it appears.
Taking Over For a Beloved Leader
I took over the 179th Airlift Wing in Mansfield, Ohio, from the immensely beloved Colonel Gary McCue. He had a remarkable thirty-plus year career with the unit, having grown up alongside it.
Throughout his career, he served in various command positions and accumulated thousands of flying hours, including many during combat deployments. After leaving the 179th, he continued his service and was eventually promoted to major general. It is safe to say that he was greatly respected, extremely well-liked, and regarded as one of the men by everyone in the unit.
Outsider Stepping into Leadership
I found myself in a challenging situation, as I was relatively unknown after spending the previous twenty-six years serving in different locations. To those I now commanded, I was viewed as a complete outsider.
So, what’s a more optimal way to approach such a challenge, as to avoid a backlash of resistance and what I’ve heard called, “Legacy Syndrome” (seen where adoration for a former leader completely inhibits any progress for a new leader’s time).
Stepping into the new role didn’t come without its share of nerves and anxiety. First and foremost though, I chose not to come in and rule with an iron fist. Taking over with that style would certainly have led to Instant Resistance Agitators from my team. Instead, I relied on my experience in leadership negotiation gained from Dad and how he set everyone up for consistency—I implemented a practical plan.
My goals were clear: to establish a positive culture to foster the professional development of our airmen, and to ensure compliance with Air Force regulations.
If you’re at all familiar with the Camp System, then you’re certainly aware of the critical and foundational M&P step. So these goals became our Mission and Purpose (M&P).
They Talked. I Listened. And who works for whom?
It might even over-the-top to many, but considering the alternatives, I didn’t even think of doing this any other way: I dedicated an entire month to meeting one-on-one with hundreds of full-time personnel members. I embraced the philosophy that “the best way to explore a new culture is to get to know the people.”
During these private meetings, I valued each individual regardless of their role or rank. I asked them key questions that encouraged them to open up. We discussed topics such as family, career backgrounds, and future aspirations. I listened attentively while they spoke.
The key to these conversations was communicating that I worked for them, not the other way around. There was no reason for them to see me as a threat because I was on their side. My only intention was to help the culture thrive, ensure the unit passed inspection, and prevent the base from closing.
Get The Book to Find Out More
The details of how this all unfolded, along with the questions I used to foster conversation, are available in, “Lead From No: A Systematic Approach to Leadership Negotiation.” These topics are discussed more in chapter 4).
My hope is that you can approach your next company or challenge with confidence as you seek to make meaningful connections. By gradually winning people over, you can achieve your goals of success while bringing others along for the journey, rather than sidelining them for your own gain. True leadership is not about bullying; it’s about connecting with others, and good leaders understand this. If you’re interested in learning more, I encourage you to check out the book!
